Aliasgher Janmohammed

What does a trust environment look like in teams?

Working in complex spaces where wicked problems are the norm often brings about deep questions around engagement for me. As a facilitator, I have always seen that the biggest challenge discussion rooms face is jumping to solutions too quickly. Often when that happens, the problem isn’t defined properly or the root causes of issues aren’t resolved. Issues are engaged with at a superficial level, and resources are wasted on solving for the symptoms.

But why do we seek solutions so quickly? Inherently, I think there is a deep problem with sitting with an issue and the discomfort it causes. There is a plethora of literature out there that talks about the infamous “fight or flight” response that people have when they feel threatened. The fight or flight response also shows itself when discussing deep systemic issues that our spaces face. Rather than engage with the elephant in the room, we feel “safer” to go around it and discuss issues that won’t disrupt the harmony in the room.

Foundationally, at least for me, this also speaks to a lack of trust that exists in the room or space we exist in. Whether that is trust that is formed in teams that are part of an organization or temporary teams that meet in one room to discuss an issue at hand. A framework that I often come back to is the Adaptive Leadership theory from Ronald Heifetz et al. at Harvard. To explain this theory, I will need to first explain a few concepts. Let’s start by defining the two problem types. The first type is a technical problem that has a clear problem definition and a clear solution. The second type is an adaptive problem, whose problem definition is not clear, and the solution is even murkier. These problems are often referred to as “wicked problems.” We then need to define disequilibrium. Disequilibrium is the state of disruption that is required in any system to reach an adequate solution. With a technical problem, the level of disequilibrium required is quite small because its confines are so simple to understand. An adaptive problem, however, requires the distress levels to be maintained before an adequate solution is reached.

In an earlier post, I discussed how great leadership and diverse thinking in the room can enable teams to maintain this equilibrium and solve for complex issues. But I think the element of trust is even more vital and often underrated by people. Many of my peers have told me that they have felt that level of trust when they could engage on any systemic topic deeply without it affecting their personal relationship with others.

The true measure of a team is when this foundational level of trust has been created. Issues are discussed at a systemic level. People engage without trading personal barbs or taking their points personally. Creating this space, though, is one of the most complicated issues for any team leader.